A.   A mission statement identifies the scope of a company’s operations, while a vision statement distinguishes the company’s desired outcomes from similar companies in the same industry.

B.   A mission statement defines the nature of managerial work within an organization, while a vision statement explains how managers should operate.

C.   A mission statement defines the roles and responsibilities of an organization’s stakeholders, while a vision statement drives an organization to meet its goals.

A.   They are developed simultaneously.

B.   The vision statement and the mission statement are both meant to distinguish an organization from others in the same field.

C.   Vision statements and mission statements both describe an organization’s purpose for being in business.

A.   outline daily routines of followers

B.   get stakeholders on the same page

C.   let customers know what they are buying

A.   They influence employee motivation.

B.   They increase annual revenue.

C.   They solidify brand identification.

A.   a comprehensive assessment of the organization’s finances

B.   a detailed narrative of the organization’s founding and history

C.   a thorough understanding of all the organization’s functions

A.   by writing down a leader’s personal ideas and insisting others follow them blindly

B.   by surveying followers to get an idea of their personal endeavors

C.   through collaboration of multiple stakeholders in a lengthy process of research and refinement

A.   instituting a collaborative vision that incorporates input from all employees

B.   creating a shared vision of an organization that’s highly regarded by all employees

C.   developing a globally minded vision easily understood by all of an organization’s employees

A.   It helps to remind followers of the charismatic qualities of a leader.

B.   It tells followers exactly what to do and how to do it.

C.   It sets followers on the right direction to reach the company’s goal.

A.   effectively explains what needs to be done

B.   allows the employees to decide what to do

C.   signals their years of leadership experience

A.   to define how an organization will make the world a better place

B.   to explain what an organization does and why it does it

C.   to communicate an ideal end state of where a company hopes to be

A.   what

B.   where

C.   who

A.   by deciding on their course of action

B.   by identifying constraints on their operations

C.   by considering their desired outcomes

A.   across the globe

B.   in successful businesses

C.   through access to products

A.   explains an organization’s focus to its stakeholders

B.   outlines the steps an organization has taken to grow

C.   lists an organization’s products and services

A.   by describing the company’s concept of self

B.   by explaining the company’s philosophical values

C.   by describing the company’s market niche

A.   philosophical values

B.   employee welfare

C.   areas of operation

A.   Lockheed Martin

B.   Barnes & Noble

C.   Amazon

A.   shared assumptions, beliefs, and values that guide employee behavior

B.   relations between company management and staff

C.   a set of official rules that govern company behavior

A.   because it is something that most managers try very hard to conceal from their workers

B.   because it normally only affects the executive team and the most senior managers

C.   because it is usually communicated more through social cues than through written policies

A.   Culture that doesn’t fit a company’s surroundings has no impact on performance.

B.   Culture can postively impact employee morale, but it doesn’t affect things like profit or market growth.

C.   An appropriate company culture tends to improve overall performance.

A.   by discouraging innovation

B.   by weakening the brand

C.   by undermining discipline

A.   The company’s managers are expected to be innovative and flexible.

B.   The company’s offices feature mahogany desks and credenzas, gold name plates on the office doors, and reserved parking places.

C.   The company’s leadership believes that teamwork is important and employees are more productive in open workspaces.